Employees speaking up in local government: What the data tells us

Why this matters to the local government sector

In local government, open dialogue is not just a workplace nicety, it’s a critical driver of transparency, accountability, and service quality. Councils operate in a complex environment where decisions affect entire communities, and where resources are often stretched. For this reason, employees must feel confident to raise issues, suggest improvements, and voice concerns without fear of negative repercussions. When staff are hesitant to speak up, problems can go unresolved, opportunities for innovation are missed, and trust in leadership can erode. 

Encouraging a culture where speaking up is normal benefits not only employees but also the communities councils serve. It strengthens governance, fosters inclusivity, and ensures diverse perspectives are heard before decisions are made. 

What the data shows

Our Australian local government data from over 25,000 responses reveal a nuanced picture of employee sentiment towards the statement: “I am comfortable speaking up and raising issues.” 

• By generation: Younger employees, particularly Gen Z, are the most comfortable speaking up, with over half responding favourably. Levels of comfort decline with age, with Baby Boomers the least likely to agree. 

• By tenure: Newer employees (less than 1 year in the organisation) report the highest scores, while those with 20+ years of service report the lowest. There’s a general decline the longer employees remain in the organisation.

Interestingly, there is hardly any difference in the results when split by organisation size. 

Encouragingly, results have improved in the last two years, with a sharp upward trend from 2022 through to 2024, the highest levels seen in the dataset. 

Interpreting the patterns

The generational and tenure patterns suggest that comfort in speaking up may be closely linked to evolving employee expectations. Younger employees may enter the workforce with stronger expectations for psychological safety, having been raised in an era of more open dialogue on workplace wellbeing and inclusion. 

For longer-serving employees, the reduction in openness to speaking up could stem from entrenched organisational norms, past experiences of not being heard, or a perception that speaking up won’t lead to change. The tenure effect might also be tied to hierarchical or procedural constraints that can make it harder for seasoned employees to challenge the status quo. 

The positive upward shift since 2022 is a hopeful sign. It may reflect post-pandemic shifts towards more flexible, responsive leadership and the growing emphasis on employee engagement and psychological safety in local government. 

Recommendations for building a “speak-up” culture in councils 

To sustain and build on these gains, local government organisations can: 

1. Create multiple, safe feedback channels including anonymous reporting options, regular forums, and digital suggestion tools. 
2. Include psychological safety in the organisation’s leadership promise and train leaders so that employees at all levels feel respected and supported when they voice concerns.  
3. Implement cross-generational mentoring to bridge perspectives, build empathy, and encourage dialogue between newer and longer-serving staff. 
4. Close the loop on feedback, publicly acknowledge concerns raised and outline the actions taken, reinforcing trust in the process. 

By actively addressing the barriers to speaking up, councils can strengthen trust, improve decision-making, and better serve their communities. 

Want to understand your employees’ sentiments regarding the ability to speak up?

We can help. Our expertise lies in measuring employee perceptions through proven feedback methodologies and frameworks, offering expert advice to support your journey towards success. 

If you think that we can help you here at Insync, please contact us.